Hungry for more
June would normally be a quiet summer month for everyone at Charlton House, but this year the phones keep ringing and the amount of post keeps growing.
"The place is buzzing, we have had so many people interested in working with Charlton House, it's incredible," says managing director Robyn Jones.
Potential contracts are in the offing and Robyn has been working flat out. The confidential "substantial contract" referred to in our last visit (25 May) is still awaiting signatures, and Robyn is reluctant to give anything away.
Two other contracts have been won within a week. The Surrey tea room for which Robyn was doing consultancy wants Charlton House to carry out the work she recommended.
Robyn was also approached to tender for a company moving to new Oxfordshire premises with no kitchen or restaurant facilities. Subsequently, Charlton House won the contract, which will mean catering for 250 people daily. Until the facilities have been installed, hopefully by August, Robyn will provide ready-made sandwiches from her supplier.
Some help is at hand as a new accounting assistant, Kyle Jones, an American chartered account, has been appointed. Robyn has realised that for the company to continue to develop, she will have to employ more staff over the coming year.
Over the past three years Charlton House has grown in size every year. Last year it had eight contracts; now it has 13. For the company to maintain the personal service it provides its growth will have to decrease by half, but Robyn isn't worried about this. She says she would rather keep a healthy balance of staff and contracts than allow the service to deteriorate.
Looking ahead, Robyn sees expansion of the company in three different ways. Ideally, Charlton House would like to buy a small business that is close by and similar to itself. This would mean another base from which the company could generate new contracts.
The other way forward is through consultancy work, and Robyn is now frequently approached to give an independent view of other businesses.
Improving existing contracts could be another method. Computer systems are to be introduced in all units as soon as possible. Once set up, they will be run by the on-site catering managers. This will avoid duplicating paperwork and save valuable time.
This project belongs to financial director and Robyn's husband Tim Jones. He now divides his time equally between Charlton House and his other business interests, whereas when he first became involved in the business he spent only half a day each week there.
Now that Charlton House has built a name for itself it would like to increase awareness outside the catering world. Tim is looking for ways to publicise the business through the media.
On top of all this, Robyn wants to achieve Investors in People (IIP), the national staff training initiative, by the end of the year. She has just attended an IIP workshop which gives advice on how to put a portfolio together.
Looking ahead, Robyn says of the coming year: "Charlton House is hungry and energetic to grow, but promises not to compromise on the standard of the service it gives the customers."
